team-building hrt 383. thanks to: ken blanchard, patricia zigarmi, & drea zigarmi, authors of...
TRANSCRIPT
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Team-Building
HRT 383
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Thanks to:
Ken Blanchard, Patricia Zigarmi, & Drea Zigarmi, authors of Leadership and the One Minute Manager Ken Blanchard, Donald Carew, and Eunice Parisi-Carew, authors of The One Minute Manager Builds High Performing TeamsR. B. Lacoursiere, author of The Life Cycle of Groups: Group Developmental Stage Theory
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Thanks to:
Stephen P. Robbins, author of Organizational Behavior: Concepts, Controversies, and ApplicationsTools for Teams: Building Effective Teams in the Workplace, edited by Craig SwensonRobert H. Woods and Judy Z. King, authors of Quality Leadership and Management in the Hospitality IndustryGary Yukl, author of Leadership in Organizations
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Individual Development
CompetenceKnowledgeSkill
CommitmentConfidenceMotivation
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D4 D3 D2 D1
High Commitment
CompetenceLow
From "Leadership and The One Minute Manager"
Individual Development Stages
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Coaching Choices
Directive Behavior“Autocratic”
Supportive Behavior“Democratic”
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Coaching StagesDirectingStructure, organize, teach & supervise
CoachingDirect and support
SupportingPraise, listen & facilitate
DelegatingTurn over responsibility for decision-making
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Situational Leadership II
The Four Leadership Styles
(High) S3 S2 Supporting Coaching
Beh
avio
rS
uppo
rtiv
e
S4 S1
Delegating Directing
(Low) Directive Behavior (High)
High Moderate LowD4 D3 D2 D1
Developed DevelopingDevelopment Level of Followers
From "Leadership and The One Minute Manager"
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Group Development
Orientation Called “Forming” in Robbin’s model Uncertainty about purpose, structure & leadership Members are “testing the waters”
Dissatisfaction Called “Storming” in Robbin’s model Characterized by intragroup conflict Members accept the existence of the team, but
individuals resist the constraints on their individual style
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Group Development
Resolution Called “Norming” in Robbin’s model Characterized by cohesiveness, identity, structure,
and a set of expectations Members develop closer relationships
Productivity Called “Performing” in Robbin’s model Structure of the team is fully functioning Members’ energy has moved from getting to know
phases to getting the work done
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Group Development
Robbin’s model includes a final phase called “Adjourning”
This would be characterized by a temporary committee completing a task or achieving results based upon a goal
Your team may go through these five stages twice…
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GDS4 GDS3 GDS2 GDS1Production Resolution Dissatisfaction Orientation
High Morale (Commitment)
Productivity (Competence)Low
From "One Minute Manager Builds High Performing Teams"
Adapted from "The Life Cycle of Groups: Group Development Stage Theory"
Group Developmental Stages
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Situational Leadership II
The Four Leadership Styles
(High) S3 S2 Supporting Coaching
Beh
avio
rS
uppo
rtiv
e
S4 S1
Delegating Directing
(Low) Directive Behavior (High)
High Moderate LowG4 G3 G2 G1
Developed DevelopingDevelopment Level of the Group
From "One Minute Manager Builds High Performing Teams"
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Group Orientation / Forming
382 Instructor formed the initial teams
The Management Plan process was designed to help you frame your purpose
Instructor(s) offered insight into structure, but what your team did/does and how it got/gets accomplished was/is your business
Round I in 382 & Round II in 383
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Group Dissatisfaction / Storming
What did your team experience in Round I?Where was your storm? The team itself? One individual? Your management position? Your week of management? Formal vs. informal leadership?
In Round II (383), any “storms” are usually weaker!
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Group Resolution / Norming
Behavioral NormsTeam “Code of Conduct”Examples: Consensus Communication Commitment Conduct
What did you learnin 382?
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Group Production / Performing
In 382, getting the management plan doneWhy not just jump right in?Creating a guiding purposeTeam PhilosophyTeam Mission
Was your team fullyfunctioning?
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Group Adjournment
Temporary break between quarters
383 – Round IIFormingStormingNormingPerformingAdjourning
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Types of Teams
Functional Operating Team
Cross-Functional Team
Self-Managing Team
Self-Defining Team
Top Executive Team
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Types of Teams
Functional Operating Team Formal Leader Members with similar, but specialized functions Example: Maintenance crew, SWAT team, sports
Cross-Functional Team Usually has a formal leader Members with different functions – various
stakeholders Example: Team to begin HACCP or TQM
program, or to kick-off a new promotion
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Types of Teams
Self-Managing TeamNo formal leader - leadership may rotateMembership: similar functionsExternal leader, in the same organization,
to direct, coach, support, and delegate382 is similar to this model
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Types of Teams
Self-Defining TeamNo formal leader - leadership may rotateFacilitator acts as leader – role rotatesMembership: similar goals or business
purpose, but specialization of roles is possible
Examples: Moosewood Restaurant, 383
Top Executive Team
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Common Characteristics
Functional
Operating
Cross Functional
Self Managing
Self Defining
Top Executive
Autonomy-mission
Low Low-Mod Low High High
Autonomy- procedure
Low-Mod High High High High
Authority-internal
High High Low Low High
Duration High Low-Mod High Variable High
Stability High Low-Mod High Variable High
Functional diversity
Low High Low Variable High
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A fully functioning team can…
Work together successfully
Solve problems and reach decisions in a way that incorporates individual input
Reach decisions through consensus
Can adapt to change
Achieve or exceed desired results